Acquisition created two large, overlapping sales and customer service organizations with over 1500 people, and two complex overlapping marketing organizations with different go-to-market strategies. Market messages were inconsistent. Substantial conflict existed about "go-to-market" strategies, with very little cooperation between marketing and field sales organizations. Measurements and financial controls were lacking. Comp plans were in disarray with many upset over not receiving promised bonuses. No approved budget existed, and marketing costs were out of control. Multiple individuals were engaging suppliers without controls.

Many sales personnel were under quota with poor pipelines. Very different sales compensation plans. One company was more adept at selling Services than the other. Analysis showed Company could achieve coverage with 30% fewer salespeople.

Paladin Actions & Recommendations

Drove top management agreement on key company message and "go-to-market" strategy. Redefine role, objectives, workflow, processes, supplier management, measurements and budgets for the marketing function, eliminating overlap and waste. Downsize marketing over 50%, moving people to jobs for which they were best suited, terminating those least suited. Extensive communications and training for marketing and sales personnel was suggested.